How an HR Executive Built a People-First Empire

Summary

Podcast Summary: Living The Red Life

Episode Title: How an HR Executive Built a People-First Empire
Host: Rudy Mawer (with guest host Ray Gutierrez)
Guest: Tracy Jackson, Founder of My HR Confidant & HREZ
Release Date: June 6, 2026

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Main Theme and Purpose

In this episode, Rudy Mawer and guest host Ray Gutierrez sit down with Tracy Jackson—visionary HR executive, entrepreneur, and founder of My HR Confidant and HREZ. The conversation dives into Tracy’s people-focused perspective on HR, how she’s built a career centered on authenticity and human dignity, and her evolution from corporate leader to HR entrepreneur. Listeners gain candid insights into people-first leadership, authentic company cultures, and why loving people more than rules is the secret to building enduring organizations.

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Key Discussion Points & Insights

Reframing HR: "Resources for Humans" vs. "Human Resources"

• Tracy challenges the stereotype that HR is "babysitting" or just protecting the company. Instead, she advocates for serving people first—seeing HR as "resources for humans."

  “If you’re protecting the company, you’re going to do what’s best for the humans that work there because the company is the humans who work there.” —Tracy Jackson [00:10]

• The hosts agree this philosophy is not common enough, and Tracy emphasizes that a company's biggest risks and opportunities lie in its people, not in processes alone. [03:10–03:22]

Tracy’s Origin Story: A Purpose-Driven Journey into HR

• Tracy shares her accidental path into HR, which started with a handwritten letter to a potential employer, guided by both desperation and faith [03:39]. Valerie Austin, an early mentor, gave her a life-changing opportunity, reinforcing the desire to make others feel supported and valued.
• Recurring theme of faith as foundational; Tracy’s upbringing in a family and community of service infuses her leadership style.

  "My faith has really grounded me, and it helps me to give others grace in the way that I want to receive it." —Tracy Jackson [06:24]

Navigating Today’s Workplace “Noise”

• Ray and Tracy discuss increasing workplace tension, sensitivity, and differing perspectives. Tracy’s answer is simple: lead with respect, dignity, and acceptance of uniqueness.

  “Respect and dignity should be extended to people, no matter what they believe...each person is unique and different.” —Tracy Jackson [07:31]

• The conversation affirms that diversity is about embracing the uniqueness in everyone, not just minorities or outsiders [08:01].

Managing Intensity and Bias in Leadership

• Ray asks about intensity in leadership styles and navigating emotional responses in corporate life.
• Tracy advises self-awareness and strategies to pause before responding when triggered by feedback or conflict.

  “Being able to admit and understand your own biases will help you approach a situation much better.” —Tracy Jackson [09:08]

• Practical tip: Take a pause, gather your thoughts, and come back with a constructive answer—being human first, professional second. [09:08–10:01]

Continuous Learning & Self-Development in HR

• Tracy keeps current on labor laws and major compliance issues, comparing minor regulatory details to “Rabbit Flavin” in your diet—there but rarely noticed [10:37–11:03].
• She stresses remaining inquisitive and adaptable as people, organizations, and the culture of work evolve [10:37–11:13].

Morning Routines & Authentic Leadership

• In a lighthearted moment, Tracy admits she’s “grouchy in the morning” and allergic to coffee—keeping her start to the day pretty human [11:42–12:13].
• The motivation kicks in knowing her daily work is “game time”—she approaches HR as a dynamic calling, not just a checklist [12:31].

The Essence of Great HR: "Love People More than Rules"

• Tracy distills her philosophy:

  “You have to love people more than you love rules...mistakes should be opportunities to learn.” —Tracy Jackson [13:32]

• She shares a story where honesty was rewarded over following the letter of HR procedure, arguing that honest mistakes should be learning moments, not grounds for termination [14:04–15:34].
• Tracy warns against encouraging dishonesty through rigid enforcement, emphasizing discernment and context.

Emotional Control vs. Discernment in HR

• Ray asks if HR requires less emotion and more “by the book” thinking. Tracy clarifies that discernment—knowing the difference between errors and patterns of defiance—matters most [16:14].
• The culture and leadership style of an organization deeply influences whether HR can operate with humanity or is forced into rigid enforcement.

Transition to Entrepreneurship & People-First Consulting

• After leaving corporate leadership (notably Sleep Train), Tracy founded HREZ and My HR Confidant to serve small and medium businesses with affordable, people-centered HR tools and practices [17:13–18:14].
• She describes building new tools, especially an affordable, transparent incident reporting system, to democratize resources previously reserved for big corporate clients [19:29–20:23].

Virtual HR and Regional Culture Differences

• Most of Tracy’s consulting is virtual. She notes marked differences between workplace cultures coast-to-coast, and even city-to-city [20:30–21:38].
• Anecdotes highlight differences from suit-and-tie Midwestern culture to the laid-back West Coast, reinforcing that HR must be adaptable and locally sensitive.

Being a Trailblazer: Woman & Person of Color in HR Leadership

• Tracy reflects on being the first non-white male executive at her company; her resilience and authenticity set her apart as a leader who knows how to navigate and transcend barriers [21:44].

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Notable Quotes & Memorable Moments

• “You have to love people more than you love rules.” —Tracy Jackson [13:32]
• “If you’re protecting the company, you’re going to do what’s best for the humans that work there because the company is the humans who work there.” —Tracy Jackson [00:10], doubled for emphasis [03:04]
• “You can’t encourage lying. The man acknowledged it...Tell him that we didn’t terminate him because he told the truth. Had he lied, we would have.” —Tracy Jackson, on handling employee mistakes honestly [14:18]
• “My faith has really grounded me, and it helps me to give others grace in the way that I want to receive it.” —Tracy Jackson [06:24]
• “Respect and dignity should be extended to people, no matter what they believe...” —Tracy Jackson [07:31]
• “I have to at least say, ‘Hey, good morning,’ and then once I go take my shower…unfortunately, I can’t drink coffee because I’m allergic.” —Tracy Jackson, on her candid morning routine [11:42]
• “Discernment is most important in HR. You have to know the difference between a mistake and defiance.” —Tracy Jackson [13:39, 16:14]

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Important Timestamps

• 00:10: Tracy on reframing HR as “resources for humans”
• 03:10: HR and company risk is all about the people
• 03:39: Tracy’s origin story: getting into HR by chance and mentorship
• 06:24: Faith’s influence on Tracy’s leadership style
• 07:31: Approach to leading amidst workplace “noise” and tensions
• 09:08: How Tracy handles her own biases and intense moments
• 10:37: Tracy on staying current and HR’s “Rabbit Flavin”
• 11:42: Candid morning routine and self-awareness as a leader
• 13:32: Tracy’s mantra: “Love people more than rules”
• 14:18: Rewarding honesty and learning from mistakes, not punishing
• 16:14: Discernment in HR and the importance of leadership culture
• 17:13–18:14: Tracy’s pivot to entrepreneurship and building her brand
• 19:29: Reimagining tools for SMBs: the creation of My HR Confidant Incident Reporting
• 20:30: Virtual vs. in-person consulting; regional culture differences
• 21:44: On trailblazing as a woman and person of color in HR leadership

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Final Links and Connections

• Tracy Jackson’s companies:
  • hreziNC.com
  • myhrconfidant.com
• Find Tracy on LinkedIn

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Takeaway

Tracy Jackson’s story and strategies embody a new, people-first paradigm for HR—placing honesty, grace, self-awareness, and respect above rules and bureaucracy. Her practical wisdom—anchored in discernment, continual self-improvement, and authentic leadership—offers a guide for entrepreneurs and leaders seeking to build cultures where both business and people can thrive.

Transcript

[A]

Talk about how a lot of HR is babysitting.

[B]

For me, I kind of feel like it's the opposite of what HR stands for. Stands for human resources.

[A]

Correct.

[B]

But I consider it to be resources for humans. Well, if you're protecting the company, you're going to do what's best for the humans that work there, because the company is the humans who work there.

[C]

Tracy Jackson is a visionary HR executive, entrepreneur, and the founder of my HR Confidant and Hrez. Through her work, she helps organizations build stronger cultures, develop exceptional leaders, and create people first. Workplaces where both businesses and employees can thrive.

[B]

You have to love people more than you love rules. Not everybody's going to fall into every single rule. And defiance is one thing and a mistake is another. And I think that mistakes should be opportunities to learn. And I think we have to give people more opportunities to say, I made a mistake.

[D]

My name's Rudy Moore, host of Living the Red Life Podcast, and I'm here to change the way you see your life in your earpiece every single week. If you're ready to start living the red life, ditch the blue pill.

[A]

Take the red pill.

[D]

Join me in Wonderland and change your life.

[A]

Welcome back to another episode of the Living youg Legacy podcast, the Red Life Edition. Today. Joining me is a woman in power. We just. We're about to actually film her episode of Moments From Now. Her name is Tracy Jackson. She is actually the founder of HR Confidant and hreasy. Is that correct, ma'?

[B]

Am? That's correct. Except for it's called My HR Confidant.

[A]

I love it. My HR Confidant. Thank you for correcting me. Welcome to the show.

[B]

Thank you.

[A]

I'm so excited to have someone on hr. What an interesting topic.

[B]

Yes, it is. I totally agree. It's something that I've kind of fell into and I've loved it. So I've had a pretty long career in HR. 28 years.

[A]

Wow.

[B]

Yeah.

[A]

Yeah. It's a lot like production. You gotta love it if you're gonna do it for that long. Some of my favorite Steve Jobs stories is how often he would be visited by hr, because Steve Jobs had very eccentric way of managing and it wasn't quite popular among folks. Talk about how a lot of HR is babysitting, maybe. No, incorrect.

[B]

You know, I think that's one of the conceptions or perceptions that HR has, but for me, I kind of feel like it's the opposite of what HR stands for. Stands for human resources.

[A]

Correct.

[B]

But I consider it to be Resources for humans.

[A]

Amen yeah.

[B]

And so, I mean, I have an approach that is a little bit more personable than that. You know, I really want to make sure people feel like they're treated like a human being and that we really support them with their uniqueness and things of the sort and provide them resources to, you know, remove the distractions from life so that they can do a good job. And so I don't know if I think of myself that way, but I do know that there is a perception that that is something that people think of with hr. It's just not my style.

[A]

I was just going to say that's a, that's beautifully phrased because a lot of folks think of HR and they're there to protect the company. Not really. The people that work for the company talk about some of the superst or some of the things that are incorrect when it comes to hr.

[B]

Well, if you're protecting the company, you're going to do what's best for the humans that work there because the company is the humans who work there.

[A]

That you would think that's how it is across all companies. Continue, please.

[B]

Exactly. And you know, when you think about the operational expenses that go into your organization and the biggest risk that you have in your organization, it's all related to the people.

[A]

Oh yeah.

[B]

And the people that work there. And so, you know, bringing in good people, making sure the culture is healthy and stays healthy and that you're treating people with respect and dignity whether they're coming or going, that I think that's the way you treat people.

[A]

How does HR find you or how do you find hr? How does one start a career?

[B]

You know, it's actually one of those things I never even knew existed when I was growing up. And I have kind of unique growing up. I grew up in a very large family and my dad was one of 12 people. Wow. Most of his, most of his siblings and even family and even on my mother's side, most of them were in like service related occupations. And I didn't even know what HR was until I was in college. And it was just because of an argument my dad and I got into. I was away at college, said I'm not coming home without a job. And he said, you're coming home. So you know, this is before the Internet, but. So I actually hand wrote two letters to two places in my hometown, sent them and they got to two different places. Two of the major employers that I knew about to see if they had a summer job. Otherwise I wasn't coming home right On. And one of them landed in the lap of someone. Her name was Valerie Austin. Valerie Austin. And Valerie got this letter that was handwritten and kind of half assed letter that I wrote. And she called me, she said, tracy, is this you? And I was in San Diego. My hometown's in Northern California.

[A]

Right on.

[B]

And I said, yes. And why are you calling me Valerie? You know, And I didn't say it that way, but I was just confused why she was calling me. This is a woman who went to the same church as I went to. Aha. And so she said, I got your letter. And so she started asking me a few questions to see if I qualified for their internship at State Farm, which was one of the major employers in the town where I lived. Wow. And I said, oh, okay. And so she went through all the qualifications and I met them for their summer employment. And she said, okay. Well, she made all these arrangements for me down in San Diego because most people had to do this in Northern California if they were really going to actually work in that location interview up there. But she did and arranged all these different things for me down in San Diego. And I just really felt like she changed my life. And I really still feel like that to this day from something that maybe is just part of what she does every day that she did for me. And I just remember thinking how I felt and I wanted to be able to make other people feel like that. And so I realized at that moment that I wanted to work in hr. And so when I got there and did this internship, which was phenomenal internship, and she really actually helped me score like the premier internship of all the interns for the summer, I realized that's what I wanted to do, is I wanted to make people feel like that.

[A]

It's beautiful how you mentioned church. How much of how are you a leader? Are you a leader that leads with faith? Talk about, you know, your. Your connection to faith, the divine, and how you're actually walking a path that was set in front of you because you go to the home base of the Source Church.

[B]

I do. And you know, growing up, the church was really part of the foundation of me growing up. And it's still a part of our everyday life. We're definitely a family of faith. And it's something that has led me and you know, I've taken leaps of faith at times which may. Don't. May look strange to other people why I did something or why I didn't do something. And it's only because I was truly led and given the grace and the comfort and the peace when I was able to make those decisions. And so, yeah, that has really been, like. My faith has really grounded me, and it helps me to give others grace in the way that I want to receive it.

[A]

Amazing. Yeah, I could definitely feel it when you walked into my room, into my room, my podcast studio, into Red Life. My angels were saying hi to your angels.

[B]

I love it.

[A]

Yeah. Oh, gosh. Where do we take the podcast from here now? So today it's gotta be a little messy. It's very, very noisy. Everyone's got something to say. Someone's insulting someone. Someone's a little oversensitive. How do you manage all this noise and keep your people from focused on the North Star?

[B]

Respect and dignity should be extended to people, no matter what they believe. Even people who don't necessarily believe in the same things I believe in. I think they deserve the respect and dignity. Right on. And, you know, as long as they're not actively doing something that's harmful to others, then I just approach it that way because, you know, each person is unique and different.

[A]

Got it.

[B]

And, you know, when people think about, like, diversity and all those things, I know that's a bad word, but diversity just means what everybody is that makes them unique.

[A]

Right.

[B]

That's all that is. And that's. So everybody falls into diversity. And I think sometimes people think that only one group who are others fall into the group of diversity, But I treat those uniquenesses in the same way that I want to be treated as a unique individual. So, yeah, I don't know. Did I answer your question?

[A]

You definitely did. You answered a part of my question. Actually, it's gonna push me to the next question I get. I don't. It's.

[B]

I'm.

[A]

I don't get into a lot of trouble, but I get a lot of feedback from one of my. My mentors that happens to be the head of HR for. For more capital for Inside Success.

[B]

Okay.

[A]

A lot of great feedback from Jen. Hi, Jen. I like to lead with. I wouldn't say fire, but there is a hint to my voice that there is intensity, that there is. We've. There's action, it's actionable, always movement. A lot of folks don't operate that way, and they'll hear that little tone in my voice, and they're like, well, is Ray upset? Is something going on? And how does one manage their intensity?

[B]

You know, I think that's within a corporate world.

[A]

I'm not asking as you were a shrink. I'm asking as A professional. How do I stay professional?

[B]

You know, I just think that you just gotta actually just recognize and acknowledge that there are some things about you that are a little unique. Ask for grace, but also cause yourself to, you know, remember that these are things that I have to prepare myself for. I even know as an HR professional, I have some biases, and I think everybody has biases. And being able to admit and understand your own biases will help you approach a situation much better. And so for you, you might have to come up with a strategy and go, you know, these are the times that I know that I'm really triggered and my passion maybe shows a little differently than I want it to show. So I might say, hey, give me five minutes and I'll be right back. And let me think through how I want to respond to this. You may not have to say that whole sentence, but in your mind, you know that this is an opportunity for me to say I need to pause and then come back and, you know, address the situation.

[A]

Great. And so, yeah, before I end up in your office. No, I completely agree. That's great, sound advice. I actually take a moment to take a deep breath and I'll actually jump on my JAT GPT and formulate a constructive positive reinforcement reply that is less emotional and still very passionate, but educational. Let's go with that. How much of what you do is kind of internal coaching? Like personalities are always changing. People are constantly evolving. Are you reading a lot of self help books? How do you train to be the best HR to hr?

[B]

That's a good question. You know, I'm, I really try to stay up to date and up to speed on all different kinds of the different labor laws so that we can remain compliant and protect the companies from all the different things that are really the high enforcement issues. And I tell other people that some of this stuff is like Rabbit Flavin. Like, you know, Rabbit Flavin's in your diet, but you don't care. You never look to see what that is.

[A]

Could have been an email.

[B]

Call it Rabbit Flavin. Otherwise let's take, let's pay attention to the, to the major organs and go from there. Okay, again, I just drifted again. What was your question?

[A]

Everyone drifts in these podcasts. This is the best part. This is why we podcast all the, all the series and questions with a serious answers are left for the actual interview. Exactly how much of your day to day. I actually enjoyed talking about your morning superstitions. Like you are, you are human. HR for the people. What does one do every morning? Affirmations, journaling, cold showers, prayer. Before you go into your office and lead the way. What is your superstitions?

[B]

I'm grouchy in the morning.

[A]

You're grouchy?

[B]

I am.

[A]

I love it.

[B]

My husband is an angel. He knows when I talk, when I wake up in the morning, I do this. That's about all you get from me. But we've gotten to the point where I have to at least say, hey, good morning. And then once I go and take my shower and everything, unfortunately, I can't drink coffee because I'm allergic to coffee. I know it's hard. Hard to believe.

[A]

I'd hate to find out how you found out.

[B]

Yes. It's horrible how he found out.

[A]

Oh, gosh.

[B]

Yeah, we've decided to try it one more time. Like, it's been 20 years, so. Yeah, that was. He found out.

[A]

Okay, cool. Oh, my God. That's definitely another podcast, the no caffeine podcast. So no caffeine. You're grumpy in the morning. So what gets you to go boop?

[B]

You know, it's showtime.

[A]

Yeah.

[B]

I think it's just like anybody else who knows it's time. It's game time. But to me, it's kind of like playing my favorite game. You know, people will play Candy Crush or, you know, Call of Duty or whatever, but for me, it's like, okay, I get to go do this. And so I'm a little bit of a variety junkie, and so I feel like, oh, what is my day going to bring me today? And what do I have to do to, you know, to stay on my toes for this day? So it's kind of like, you know, when I played sports and stuff, it's like there's. You're doing the same thing over and over again. What's going to happen in this game today? Yeah, So I guess that's how I approach it.

[A]

I actually approach it the same way we approach our guests here at Inside Success every single day. We. We may have our SOPs in our studios and our podcast and photo shoots, but every cast here is absolutely different. It's a different energy, different. Different vibe, different tribe for folks that are watching and listening, and they're on the verge of becoming resourceful individuals for humans. How does one know that they're good for the job?

[B]

You know, I think the first thing you have to do is love people. You have to love people more than you love rules.

[A]

Right on.

[B]

And because not everybody's gonna fall into every single rule and I think that there's times where you have to really figure out, is this a mistake or did they. Or was this defiance? Because there's a difference between the two. And defiance is one thing and a mistake is another. And I think that mistakes should be opportunities to learn. And I think we have to give people more opportunities to say, I made a mistake. Unfortunately, I think there are times where we encourage people to lie and. Which should be contradictory to your values in your organization. And so, you know, I remember there was a situation when we had an employee who was a very good employee for us. And the manager called and said, this employee did this again after we had this discussion. And so he said to me, when I asked him, he said, the manager said to the employee, didn't we already talk about this before? And the employee said, yes. And so the manager called me and said, so that means I have to fire him because he remembers this. And I said, well, I want you to rethink that, because are you saying if he lied to you, that he'd keep his job? And he said, okay, I didn't think about it that way. And I said, we can't encourage lying. The man acknowledged it. So let's do something short of termination and tell him that we didn't terminate him because he told the truth. Had he lied, we would have. That's the approach we need to take. And we knew this. I already knew this. He'd go back and tell all his friends. I told him the truth. And that's the only reason I kept my job. Because I think that's going to encourage people to do, even when they've done something wrong, to do the right thing, even in those moments, to not do another bad thing, to cover up the bad thing. Because I think when that happens, more bad things happen. And so, yeah, and the employee, he had been with us for like eight years, was a great employee. Straight and narrow from that point on.

[A]

Right on.

[B]

And so that's kind of like how I like to approach things.

[A]

That's great.

[B]

People over. Over the rules.

[A]

It's. It's like a level of respect because there was some thought put into it behind it, like the decision was actually there was some thought. People talked about it and a decision was made. Good for you for doing that. It wasn't impulsive. It wasn't just erratic.

[B]

Right.

[A]

How much of that does it take to have that. What's the word I'm looking for? Not confidence, but I guess just having that ability to go. To control yourself, to not. To stay within the confines of not being impulsive. Does being a good HR person mean that you have to be less impulsive, less emotional and more by the book?

[B]

You know, that's interesting because a lot of that is dictated by your leader in your leadership. You know, and I've worked in organizations where I realized I can't work here long because it's very much a place that doesn't respect that people are people and humans and things happen to humans. And so we've got to just make sure that we allow for human things to happen, but not things that are like, you know, defiance. Again. The situation that I dealt with, that was a defiant situation. But we had had him for so long. There was a newer employee, I would have just said, let's for sure cut this person loose. But we had enough history and experience with this person to know the difference. So I think you have to be a discerning person in order to be in a role like HR is to have amount of discernment. So.

[A]

Right on. Very cool. What is your day to day business today? I know we mentioned a couple of hustles at the top of the podcast. What are you doing today? And talk about your brands.

[B]

Yeah. So when I left Corporate America, one of the reasons that I left. Well, first off, one of my favorite companies I've ever worked for, Sleep Train, we had sold the company and I knew that I loved that company and the culture we were able to create. I ran that HR department for over a dozen years. And so being the top down leadership and making sure that we can have the kind of culture we wanted. So thinking about that as I wanted to continue to have a brand of HR like that and I tried working in a couple of other companies, but I felt like an imposter. I am now being told to do something that I don't necessarily always feel like is in line with who I am. And so I knew I wanted to have my own brand of HR and I knew what I wanted to do. So I started with hreasy. And so we consult with small and medium sized businesses. And it also allowed me to come out of being a leader in a corporate environment and be more of a thought leader in hr.

[A]

Right on.

[B]

Because now I don't represent an organization when I get up in front of people and talk about things like DEI issues, because I still speak about some of those things and I feel very passionate about certain things. And having a corporate name and being an executive, you're speaking for them whether you're speaking on their behalf or not. And I was very conscientious of that. And so being able to do things like I'm on the Forbes HR Council and I can write articles that have my name on it and I can also do other kinds of things, speak at conferences, I can speak in ways that are a little different. And I can also provide a great service for small and medium sized businesses to keep them compliant in that serving those small and medium sized companies. What I found is that they don't have some tools that are available that I had in corporate America. And so my husband and I, he's on my board, we were having a board meeting. A real board meeting.

[A]

Yeah, yeah.

[B]

And so he and I were talking and I said, you know, there's like these tools that we can have for, for small and medium sized businesses that they're priced out of the market for. And I said, I think I can create a better one.

[A]

Oh yeah?

[B]

Yeah. I went about doing my HR confidant and not only did I do a tool, an employee incident reporting tool which is like a whistleblower anonymous complaint website. So I did that, but I wanted to re envision it and so that these organizations now can number one, have an affordable tool, number two, have some way of making sure that there's continuity and, and the information like with complaints. So they can have them in this one system. Because any organization or most organizations don't actually do their complaints one way with all their people. And so like I've left organizations now they can also leave an organization and know where the information is.

[A]

Yeah.

[B]

So yeah, that's why SOP is reimagined. I had to reimagine that tool.

[A]

So no, it's all good. That's why SOPs are amazing standard operating procedures. I gotta ask before we wrap up, two more questions.

[B]

Yes.

[A]

Do you take a lot of your clients through through zoom or is it in person?

[B]

Most of them I do virtually.

[A]

Do you, do you see a cultural difference between, you know, corporate America on the east coast versus the west coast? And the reason why I ask is I was born and raised in Miami, but my first corporate job was in San Francisco working for PlayStation. And then I worked at Patreon, a very different company. One was started in 1997 and they're good old Sony and one was Patreon. A whole new philosophy on how to run a company.

[B]

Right.

[A]

Do you see cultural differences in, in different companies and the way they operate? Like a company in the Bay is different from a company in Oakland. So how do you hr?

[B]

Oh, definitely, yes, I went from working for a Midwestern organization to a West coast organization. So I went from having to wear a suit and pantyhose every day, which, you know, I walked around feeling flammable. And then I went to an organization where I had to tell people, not only do you have to wear shoes, you have to bring them with you so that you can wear them. So. And that was more of a West coast company, so they're very different. And I also lived in New York for a couple of years.

[A]

Oh, gosh.

[B]

I definitely know the difference between the different coasts and the different regions and how they react.

[A]

Right on. I like the keyword, their reaction. Last question. Why do you believe you were chosen as a woman in power?

[B]

You know, I feel like my life has been unique and I've had a lot of unique situations. When I became an executive for the first time, I was the first non white male on the executive team. Right on. And so, you know, I guess in some ways that makes me a trailblazer. And I know that I've just been able to step into certain situations and, you know, start my own businesses and just have overcome a lot of different challenges in the mean, in that process. And so.

[A]

Yeah. Right on, Tracy. Well, thank you so much for your time and energy. I'm eager to learn more. You're about to step into Studio 2 and film your episode with Lauren. She's an amazing general, great creator. Where can people learn more about you and find you?

[B]

Well, they can definitely come to my website, www.h r e zinc.com or myhrconfidant.com or check me out on LinkedIn.

[A]

Right on. Tracy Jackson. I love it. All right. And that concludes another episode of the Living youg Legacy podcast for Inside Success. That's Tracy Jackson. I am Ray Gutierrez, and we are Inside Success.